NEW COMPETENCIES FOR GLOBAL LEADERS
AN ASSESSMENT:
THE FIVE CRITICAL COMPETENCIES FOR
GLOBAL LEADERS AND MANAGERS
Kingdom Bank – December 2, 2007
I. COMPETENCY ONE: You must ____________ and _______________ yourself.
A. “__________________ yourself.”
The answers to the three questions. “What are my strengths? How do I perform? What are my values?” should enable the individual, and especially the knowledge worker, to decide where he or she belongs. . . . But also knowing the answer to these three questions enables people to say to an opportunity, to an offer, to an assignment: “Yes, I’ll do that. But this is the way I should be doing it. This is the way it should be structured. This is the way my relationships should be. These are the kind of results you should expect from me, and in this time frame, because this is who I am.” – Peter F. Drucker, Management Challenges for the 21st Century
This above all: to thine own self be true,
And it must follow, as the night the day,
Thou canst not then be false to any man – William Shakespeare.
B. The problem of ______________________.
We are beat up, tired, and exhausted, but it's not the things we're doing that are wearing us out. It's the burden of all the things we're not doing. It's the knowledge of things undone that causes us to wish for more hours in a day. When watching television, it's all the shows we aren't watching that drive us crazy. We have too many possibilities, too little time. Over-choice strikes again.
Over-choice is not only keeping us average, it's making us tired. We delude ourselves with the hope we can "find time" or "make time" for all the things we'd like to do, yet time can be neither found nor made. Time will continue to sweep past us at its own pace, oblivious to our existence, just as it has since the days of Adam. We cannot manage time; we can only manage ourselves. We will quit feeling tired only when we've learned to say no to over-choice. -- Roy H. Williams in The Wizard of Ads
C. The issue of _________________ management – 2 Peter 3:8
D. Self-evaluation (3 usually; 2 sometimes; 1 seldom)
1. At least once a month, I try to take a large block of time to think and refresh._____
2. I approach each work day with a written, prioritized plan._____
3. I have clear goals for the year._____
4. Time for my family appears in my calendar every week._____
5. I read every week._____
6. Total Score I____________ (transfer to page 8)
II. COMPETENCY TWO: Understand the difference between ______________________and ______________________.
A. You are in the ___________________ business. People must be managed and led.
“The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor.” – Max DePree, Leadership is an Art
Great leaders rally people to a better future. Great managers discover what is unique about each person and capitalize on it. – Marcus Buckingham, The One Thing You Need to Know.
B. Build on _______________, not on ____________________
They [great managers] recognize that each person is motivated differently, that each person has his own way of thinking and his own style of relating to others. They know that there is a limit to how much remolding they can do to someone. But they don’t bemoan these differences and try to grind them down. Instead they capitalize on them. They try to help each person become more and more of who he already is. Simply put, this is the one insight we heard echoed by tens of thousands of great managers:
People don’t change that much.
Don’t waste time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough.
Marcus Buckingham & Curt Coffman, First, Break All the Rules
C. Take time to __________________ to people.
“Listening, coupled with regular periods of reflection, are essential to the growth of the servant leader. . . . The most successful servant-leaders are those who have become skilled empathetic listeners” – Robert Greenleaf, The Power of Servant Leadership.
“Most people do not listen with the intent to understand; they listen with the intent to reply. . . . The essence of empathetic listening is not that you agree with someone; it’s that you fully, deeply understand that person, emotionally as well as intellectually” – Stephen R. Covey, The 7 Habits of Highly Effective People.
Nothing creates more self-respect among employees than being included in the process of making decisions--Judith M. Bardwick, The Plateauing Trap.
“Ask people what they want to do. The workplace offers so many opportunities and when we pair them with the right people, the results are amazing” – Cheryl Highwarden, Consultant, ODT Inc.
D. Self evaluation (3 usually; 2 sometimes; 1 seldom)
1. The employees/members in my organization can tell you what the organization’s vision is when you ask them._____
2. I spend some time every week imparting values or instruction to my co-workers/employees/members/volunteers._____
3. I strive to fit people into the situation where they are most effective and productive._____
4. I listen twice as much as I talk when with a co-worker/volunteer/member._____
5. The communication flow in my company/church is what employees/volunteers need to get their jobs done._____
6. Total Score II ___________ (transfer to page 8)
III. COMPETENCY THREE: Develop an attitude of ______________________, not ___________________ with employees, members, suppliers and customers.
A. Authoritarian leadership is ___________, or at least _____________.
Most organizations are typically pyramidal in nature. Who is at the top of the organization? The chief executive officer, the chairman, the board of directors. Who is at the bottom? All the employees—the people who do all the work. The people who make the products, sell the products, service the products, and the like. Now there is nothing wrong with having a traditional pyramid for certain tasks or roles. The paradox is that the pyramid needs to be right side up or upside down depending on the task or roles.
It’s absolutely essential that the pyramid stay upright when it comes to vision, mission, values, and setting major goals. Moses did not go up on the mountain with a committee. People look to leaders for direction, so the traditional hierarchy isn’t bad for this aspect of leadership. While the vision and direction might start with the leader, if you’re dealing with experienced people, you want to get them involved in shaping and refining that direction. Some companies, such as W. L. Gore & Associates, do not even have appointed leaders. They think leadership is a follower-driven concept. Therefore, leadership should emerge rather than be appointed. But no matter how the leadership is determined, providing direction is an important aspect of servant-leadership.
Most organizations and managers get in trouble in the implementation phase of the leadership process. The traditional pyramid is kept alive and well. When that happens, who do people think they work for? The person above them. The minute you think you work for the person above you for implementation, you are assuming that person—your boss—is responsible and your job is being responsive to that boss and to his or her whims or wishes. As a result, all the energy in the organization is moving up the hierarchy, away from customers and the frontline folks who are closest to the action.
This creates a very different environment for implementation. If you work for your people, what is the purpose of being a manager? To help them accomplish their goals. Your job is to help them win. – Ken Blanchard, Insights on Leadership
B. Build ____________-__________ situations.
Creating Win/Win performance agreements requires vital paradigm shifts. The focus is on results; not methods. Most of us tend to supervise methods. . . . With Win/Win accountability, people evaluate themselves. The traditional evaluation games people play are awkward and emotionally exhausting. In Win/Win, people evaluate themselves, using the criteria that they helped to create up front. – Stephen R. Covey, The 7 Habits of Highly Effective People
C. Cultivate servant ____________________ throughout the organization.
The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. He is sharply different from the person who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. For such it will be a later choice to serve – after leadership is established. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.
The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will he benefit, or at least, will he not be further deprived? – Robert Greenleaf, Servant Leadership
D. Self evaluation (3 usually; 2 sometimes; 1 seldom)
1. My direct reports can question my decisions at any time.______
2. My employees/members have the chance to evaluate the organization and my performance._____
3. My employees/volunteers would say that they are paid fairly or adequately recognized and appreciated for the work they do.______
4. I ask other workers/members what I can do to help them succeed.______
5. I spend some time talking with supervisors/leaders about the best workers in their departments._____
6. Total Score III ____________ (transfer to page 8)
IV. COMPETENCY FOUR: Promote _____________________ in the workplace or ministry.
It may seem ironic to look to the business world for spiritual enlightenment, but the new emphasis on spirituality in the marketplace ought to be an encouragement for church leaders. . . . Spiritual values are also showing up in the business world. Growing numbers of companies are openly managing from a more spiritual point of view. – Leonard Sweet, Summoned to Lead.
An organization must nurture three kinds of intelligence: mental intelligence, emotional intelligence, and spiritual intelligence. – Danah Zohar, Rewiring the Corporate Brain.
A. Assist employees/members as they search for ____________________ and ______________________.
B. Help people understand how what they do fits into the _________________ picture.
C. Be concerned for your employee/member as a _______________.
D. Self evaluation (3 usually; 2 sometimes; 1 seldom)
1. I talk about values and ethics at my company/church.______
2. I can’t wait to get to my place of employment to do what I am employed or have volunteered to do._____
3. I talk to people in my organization/church about what they do best and what gives them joy._____
4. I express concern and care for the families of those with whom I work.______
5. I make an effort to know whether and to insure that our customers or members are satisfied.______
6. Total Score IV_____________ (transfer to page 8)
V. COMPETENCY FIVE: Utilize ________________ and _______________.
A. You need numerous forms of ___________________ on your performance; build a culture of ______________________.
B. Mentors can be ____________ or _______________.
C. Mentors and coaches will change as you _____________ as a manager or leader.
1. I read books and magazines regularly._____
2. I actively seek feedback on my performance._____
3. I have people whom I have asked to coach or mentor me._______
4. I make myself available to coach or mentor others._____
5. I enroll in some training or seminar every year that improves my performance in an area of work or ministry._____
6. TOTAL SCORE V___________ (transfer to page 8)
COMPETENCY SCORE
1. Managing Self _______
2. Understanding Difference
Between Managing and Leading _______
3. Developing Partnerships _______
4. Promoting Spirituality in the
Workplace _______
5. Utilizing Mentors and Coaches _______
VI. Grand Total Score of all self-evaluations._______ (highest is 75)
A. Where was your highest score? How can you build on that strength?
B. Where was your lowest score? Are there any thoughts on things you can do to improve in that area?
C. Define three things you would like to do in either area [strength or weakness] over the next 30 days.
D. What do you need to stop doing as a result of this assessment?
HELPFUL RESOURCE RECOMMENDATIONS
FROM PURPOSEQUEST
1. COMPETENCY ONE – MANAGE YOURSELF
Dr. Stanko’s books – Life is a Gold Mine; Strictly Business; So Many Leaders, so Little Leadership, Unlocking the Power of Your Purpose.
Dr. Stanko’s programs – PurposeAssessment, PurposePartner, PurposeCoach
Go to and read - How to Write a Purpose Statement, Productivity Requires Purpose, Time Management, Organization: You Have All The Time in The World; Defining Your Governing Values; Know Thyself: The DISC Profile; How To Develop Your Governing Values.
Other books - Management Challenges for the 21st Century by Peter Drucker.
2. COMPETENCY TWO – DIFFERENCE BETWEEN
LEADING AND MANAGING
Dr. Stanko’s books – Strictly Business; So Many Leaders, so Little Leadership
Dr. Stanko’s programs – PurposeAssessment
Go to and read - Developing a Leadership Philosophy; A Study in Leadership: Joseph and Pharaoh
Other books - First, Break All the Rules and The One Thing You Need to Know by Marcus Buckingham.
3. COMPETENCY THREE – DEVELOPING PARTNERSHIPS
Dr. Stanko’s books – Strictly Business; So Many Leaders, So Little Leadership
Dr. Stanko’s programs – PurposeAssessment, PurposeCoach
Go to and read - Teaching as a Path to Servant Leadership, Parts 1-4; Servant Leadership in Isaiah; Team Building: 21st-Century Leadership; Sinners in the Hands of An Angry Leader
Other books - Servant Leadership and The Servant Leader Within by Robert Greenleaf
4. COMPETENCY FOUR – PROMOTING SPIRITUALITY
IN THE WORKPLACE
Dr. Stanko’s books – Strictly Business; So Many Leaders, So Little Leadership, Unlocking the Power of Your Purpose.
Dr. Stanko’s programs – PurposePartner, PurposeCoach
- A Study in Leadership: Joseph and Pharaoh; When Good Just Isn’t Good Enough; How to Set Organizational Goals; Encouragement for Business People; Is Purpose Only for Church Work?; How to Develop Your Governing Values
Other books: Anointed for Business by Ed Silvoso; Rewiring the Corporate Brain by Danah Zohar
5. COMPETENCY FIVE – UTILIZING COACHES AND MENTORS
Dr. Stanko’s books – Strictly Business; So Many Leaders, So Little Leadership
Dr. Stanko’s programs – PurposeAssessment, PurposePartner, PurposeCoach
Go to and johnstanko.us and read the articles on productivity and leadership.
Other books - Discover Your Genius: How to Think Like History’s Ten Most Revolutionary Minds by Michael J. Gelb
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